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The post-bureaucratic parasite: Contrasting narratives of organizational change in local government

C Rhodes, O. Milani Price, Carl Rhodes

Management Learning, Volume: 42, Issue: 3, Pages: 241 - 260

Swansea University Author: Carl Rhodes

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DOI (Published version): 10.1177/1350507610385765

Abstract

<p id="p-1">This article investigates the relationship between learning, bureaucracy and post-bureaucracy as manifest in a local government council in the Australian state of New South Wales. Empirically, we compare the culturally dominant narrative of the necessity and desirability...

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Published in: Management Learning
ISSN: 1350-5076 1461-7307
Published: 2011
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URI: https://cronfa.swan.ac.uk/Record/cronfa6612
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last_indexed 2018-02-09T04:34:03Z
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spelling 2011-10-01T00:00:00.0000000 v2 6612 2012-01-16 The post-bureaucratic parasite: Contrasting narratives of organizational change in local government 6323f8c559e113b1ead52a0e6bb00043 Carl Rhodes Carl Rhodes true false 2012-01-16 <p id="p-1">This article investigates the relationship between learning, bureaucracy and post-bureaucracy as manifest in a local government council in the Australian state of New South Wales. Empirically, we compare the culturally dominant narrative of the necessity and desirability of post-bureaucracy in public management, the managerial narrative of this particular organization and its restructure, and the local accounts of learning from employees who were immersed in the changing work environment. Our analysis confirms that post-bureaucracy is not an ideal form that exceeds or surpasses bureaucracy, but acts as another marker for the bureaucracy&rsquo;s ability to survive and adapt. The article&rsquo;s contribution lies in its exploration of the character of this adaptation. We contend that post-bureaucracy acts a parasite that both relies on and disturbs the practice of bureaucracy while failing to substantively challenge it. Moreover, like a parasite post-bureaucracy requires the ongoing vitality of its host in order to continue to nourish itself.</p> Journal Article Management Learning 42 3 241 260 1350-5076 1461-7307 31 12 2011 2011-12-31 10.1177/1350507610385765 COLLEGE NANME COLLEGE CODE Swansea University 2011-10-01T00:00:00.0000000 2012-01-16T09:51:59.3800000 Faculty of Humanities and Social Sciences School of Management - Business Management C Rhodes 1 O. Milani Price 2 Carl Rhodes 3
title The post-bureaucratic parasite: Contrasting narratives of organizational change in local government
spellingShingle The post-bureaucratic parasite: Contrasting narratives of organizational change in local government
Carl Rhodes
title_short The post-bureaucratic parasite: Contrasting narratives of organizational change in local government
title_full The post-bureaucratic parasite: Contrasting narratives of organizational change in local government
title_fullStr The post-bureaucratic parasite: Contrasting narratives of organizational change in local government
title_full_unstemmed The post-bureaucratic parasite: Contrasting narratives of organizational change in local government
title_sort The post-bureaucratic parasite: Contrasting narratives of organizational change in local government
author_id_str_mv 6323f8c559e113b1ead52a0e6bb00043
author_id_fullname_str_mv 6323f8c559e113b1ead52a0e6bb00043_***_Carl Rhodes
author Carl Rhodes
author2 C Rhodes
O. Milani Price
Carl Rhodes
format Journal article
container_title Management Learning
container_volume 42
container_issue 3
container_start_page 241
publishDate 2011
institution Swansea University
issn 1350-5076
1461-7307
doi_str_mv 10.1177/1350507610385765
college_str Faculty of Humanities and Social Sciences
hierarchytype
hierarchy_top_id facultyofhumanitiesandsocialsciences
hierarchy_top_title Faculty of Humanities and Social Sciences
hierarchy_parent_id facultyofhumanitiesandsocialsciences
hierarchy_parent_title Faculty of Humanities and Social Sciences
department_str School of Management - Business Management{{{_:::_}}}Faculty of Humanities and Social Sciences{{{_:::_}}}School of Management - Business Management
document_store_str 0
active_str 0
description <p id="p-1">This article investigates the relationship between learning, bureaucracy and post-bureaucracy as manifest in a local government council in the Australian state of New South Wales. Empirically, we compare the culturally dominant narrative of the necessity and desirability of post-bureaucracy in public management, the managerial narrative of this particular organization and its restructure, and the local accounts of learning from employees who were immersed in the changing work environment. Our analysis confirms that post-bureaucracy is not an ideal form that exceeds or surpasses bureaucracy, but acts as another marker for the bureaucracy&rsquo;s ability to survive and adapt. The article&rsquo;s contribution lies in its exploration of the character of this adaptation. We contend that post-bureaucracy acts a parasite that both relies on and disturbs the practice of bureaucracy while failing to substantively challenge it. Moreover, like a parasite post-bureaucracy requires the ongoing vitality of its host in order to continue to nourish itself.</p>
published_date 2011-12-31T03:08:09Z
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score 11.012857

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